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Aligning ISO 21500, PMBOK and PRINCE2
(+ P2Agile) for
Effective Project Management
By
Orlando Olumide Odejide
www.pecb.com...
Summary
• What does PRINCE2 have to
offer and what is contained in
the extensive body of
knowledge called PRINCE2.
• What ...
What is PRINCE2 (327 Page Document)
• PRINCE2 is a non-proprietary method used extensively is more than 150
countries arou...
Importance of Projects
1. To maintain current business operations: profitability,
service quality, customer relationships,...
PRINCE2 Definition of a Project and Project
Management
A Project is a temporary organization that is
created for the purpo...
Things that make a Project Different (5)
1. Change: Projects are the different means by which we
introduce change.
2. Temp...
What do Project Managers Do? (4)
PM
Responsi
bilities
Plan
Delegate
Monitor
Control
Role of Senior Management (8)
Project Board Duties and Behaviors
1. Be Accountable 2. Provide Unified
Direction
3. Delegat...
Benefits of PRINCE2 (8)
1. Applied to any type of project
2. Common vocabulary and approach
3. Integrates easily with indu...
PRINCE2 Principles (7)
1. It has continued business justification.
2. The project teams learn from previous experience
3. ...
PRINCE2 Themes (7)
Theme Answers
1. Business Case: Establish Mechanisms to judge whether the project is and remains
desira...
PRINCE2 Processes (7)
1. Starting up a Project
2. Directing a Project
3. Initiating a Project
4. Managing a Stage Boundary...
PRINCE2 Management Stages (4) and
Technical (Subsequent Delivery) Stages (X)
• Management Stage: This is the section of a ...
PRINCE Levels of Management (4)
1. Corporate/Programme Management: While not part of the project
management team, this hig...
PRINCE2 Project Team Structure
Corporate or Programme Management
Project Board
Team
Manager
Team
Members
Project Manager
E...
PRINCE2 Project Management Roles (8)
1. Corporate or Programme Management
2. Executive
3. Senior User
4. Senior Supplier
5...
PRINCE2 Activities (40) under 7 Processes.
Starting Up a
Project (6)
Directing a Project
(5)
Initiating a Project
(8)
Mana...
PRINCE2 Management Products (26) = 26
PRINCE2 Templates
Baseline (12) Records (6) Reports (8)
1. Business Review Plan 13. ...
Click to edit Master title style
PRINCE2 Project Interests (3)
The
Project
Business
SupplierUser
• Business: Business view...
Business Case Theme: Investment Appraisal
Techniques (7)
Technique Description
Through-life Costs Analysing the total cost...
Plans Theme: Estimating Techniques (8)
Techniques Description
Top-down Estimating Once a good overall estimate has been ar...
Risk Theme: Techniques
Risk Identification
Techniques
Risk Estimation Techniques Risk Evaluation Techniques
1. Review Less...
Progress Theme: PRINCE2 Tolerances (6)
Tolerance Area Description
1. Time +/- Amounts of time on target completion dates.
...
Business Case Theme
• Output: any of the projects specialist products(tangible or
intangible)
• Outcome: the result of the...
Organization Theme – Stakeholder
Management
• Identifying Stakeholders (Who?)
• Creating and analyzing Stakeholder Profile...
Risk Theme – Threat and Opportunity Responses
and the Risk Management Procedure.
Threat Responses Opportunity Responses
1....
Change Theme: 5 Step Procedure for
Managing Issues and Changes
5 Step Procedure Explanation
1. Capture Identify and regist...
Quality Theme – Quality Audit Trail
From Customer Project
Response
Quality
components
Quality Review
Team Roles
Quality Pl...
Plans Theme – 5 Types of Plans, PRINCE2 Approach to
Plans and Product Based Planning Technique
5 Types of Plans PRINCE2 Ap...
Product Based Planning, 3 Types of Issues
and other Key words in PRINCE2
PRINCE2 Key Words
Exception Concession Product Pr...
Project Environment (2) – Embedding and
Tailoring
Embedding Tailor
Done by the organization to adopt
PRINCE2.
Done by the ...
PRINCE2 Agile = PRINCE2 + Scrum
1. Definition of Scrum
2. Scrum Theory
3. The Scrum Team (Product Owner + Development Team...
Purpose of the Scrum Guide
• Scrum is a framework for developing and sustaining
complex products. This Guide contains the ...
• Scrum is a process framework that has been used to manage
complex product development since the early 1990s.
• Scrum is ...
• Scrum Theory Scrum is founded on empirical process control theory,
or empiricism.
• Empiricism asserts that knowledge co...
COMPARISONS
ISO 21500 and PMI PMBoK
Project Definition
21500 Definition
Section 3.2
• Unique set of processes
consisting of coordinated
and controlled activit...
Project Management Process Groups
ISO 21500 PM BoK Guide
Initiating Initiating
Planning Planning
Implementing Executing
Co...
ISO 21500 Subjects and PMBoK Knowledge
Areas
ISO 21500 PMI PMBoK PRINCE2 Themes
Integration Integration Plans Theme
Stakeh...
Integration
Stakeholders
Scope
Resource
Time
ISO 21500 PMBok Guide
6.1 Plan Schedule Management
Moved to Scope Subject 6.2 Definite Activities
4.3.21 Sequence Act...
Cost
ISO 21500 PMBok Guide
7.1 Plan Cost Management
4.3.25 Estimate Costs 7.2 Estimate Costs
4.3.26 Develop Budget 7.3 Det...
Risk
ISO 21500 PMBoK Guide
11.1 Plan Risk Management
4.3.28 Identify Risks 11.2 Identify Risks
4.3.29 Assess Risks 11.3 Pe...
Quality
ISO 21500 PMBoK Guide
4.3.32 Plan Quality 8.1 Plan Quality Management
4.3 33 Perform Quality Assurance 8.2 Perform...
Procurement
ISO 21500 PMBoK Guide
4.3.35 Plan Procurement 12.1 Plan Procurement Management
4.3.36 Select Suppliers 12.2 Co...
Communication
ISO 21500 PMBoK Guide
4.3.38 Plan Communications 10.1 Plan Communication Management
4.3.39 Distribute Inform...
Conclusion
• We have explored PRINCE2, ISO 21500 and PMBoK.
• It reality it does not matter what methodology is being
used...
Top 11 Qualities of a Project Manager
1. Excellent People Management Skills (Understanding
Personality types and being abl...
Top 11 Qualities of a Project Manager Cont.
6. Excellent Business Analysis Skills (Requirements
Management, Prototyping an...
Thank You and Questions
orlando@trainingheights.net
N.B: Some Content, Diagrams and Trademarks belong to
Axelos PRINCE2, P...
PECB Webinar: Aligning ISO 21500 and PRINCE2
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PECB Webinar: Aligning ISO 21500 and PRINCE2

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The webinar covers:
• Why ISO 21500?
• What is PRINCE2 and the New Agile version of it.
• What are the advantages and value of each of the above?
• How do they both complement each other?

Presenter:
This webinar was presented by Orlando Odejide. He is an Enterprise Architect and Programme Director with over 15 years’ experience in the field of Computing and Information Technology Consulting. He has also trained over 2, 000 Professionals on (ITIL, TOGAF, Business Analysis, COBIT, CMMI, XBRL, ISO 20000, ISO 27001 and ISO 22301).

Link of the recorded session published on YouTube: https://youtu.be/ZML5eTxsEF8

Published in: Education
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PECB Webinar: Aligning ISO 21500 and PRINCE2

  1. 1. Aligning ISO 21500, PMBOK and PRINCE2 (+ P2Agile) for Effective Project Management By Orlando Olumide Odejide www.pecb.com www.trainingheights.net
  2. 2. Summary • What does PRINCE2 have to offer and what is contained in the extensive body of knowledge called PRINCE2. • What is complementary that ISO 21500 brings to an organization.
  3. 3. What is PRINCE2 (327 Page Document) • PRINCE2 is a non-proprietary method used extensively is more than 150 countries around the world, and its take-ups grows daily. • It is widely considered as the leading method in project management, with in excess of 20, 000 organizations already benefiting from its pioneering and trusted approach. • This is largely due to the fact that PRINCE2 is truly generic: it can be applied to any progress of project scale, type, organization, geography and culture. • PRINCE2 achieves this by isolating the management aspects of project work from the specialist contributions such as design, construction etc. The specialist aspects of any type of project are easily integrated with the PRINCE2 method and, used alongside PRINCE2, provide a secure overall framework for the project work. • The number of people taking PRINCE2 qualifications increases by around 20% year on year, and PRINCE2 remain a key contributor to the successful delivery of projects. It is indispensable method for any organization wishing to secure efficient and effective operational outcomes.
  4. 4. Importance of Projects 1. To maintain current business operations: profitability, service quality, customer relationships, brand loyalty, productivity, market confidence etc. – what is termed “business as usual”. 2. To transform business operations in order to survive and compete in the future – looking forward and deciding how business change can be introduced to best effect for the organization. • Organizations need to balance 2 parallel competing imperatives:
  5. 5. PRINCE2 Definition of a Project and Project Management A Project is a temporary organization that is created for the purpose of delivering one or more business products according to an agreed Business Case. Project Management is the planning, delegating, monitoring and control of all aspects of the project, and the motivation of those involved, to achieve the project objectives with the expected performance targets for time, cost, quality, scope, benefits and risks.
  6. 6. Things that make a Project Different (5) 1. Change: Projects are the different means by which we introduce change. 2. Temporary: As the definition above states, projects are temporary in nature. Projects should have a defined start and defined end. 3. Cross-Functional: Projects involve a team of people with different skills working together (on a temporary basis) to introduce change that will impact others outside the team. 4. Unique: Every project is unique, An organization may undertake many similar projects and establish a familiar, proven pattern or project activity. 5. Uncertainty: Clearly, the characteristics already listed will introduce threats and opportunities over and above those we typically encounter in the course of business as usual.
  7. 7. What do Project Managers Do? (4) PM Responsi bilities Plan Delegate Monitor Control
  8. 8. Role of Senior Management (8) Project Board Duties and Behaviors 1. Be Accountable 2. Provide Unified Direction 3. Delegate Effectively 4. Facilitate Cross- Functional Integration 5. Commit Resources 6. Effective Decision Making 7. Support Project Manager 8. Ensure Effective Communication
  9. 9. Benefits of PRINCE2 (8) 1. Applied to any type of project 2. Common vocabulary and approach 3. Integrates easily with industry specific models 4. Product focused and clarified for all parties what a project will deliver to agreed quality standards 5. Applies “Management by Exception”, providing efficient use of senior management time. 6. It ensure a focus on the continuing viability of the project. 7. Provides explicit definition of roles and responsibilities so everyone understands what is expected of them and what to expect of others. 8. There are a lot of accredited organizations that provide expert support and training for it.
  10. 10. PRINCE2 Principles (7) 1. It has continued business justification. 2. The project teams learn from previous experience 3. It has defined and agreed roles and responsibilities with an organization structure. 4. It employs management by stages to plan, monitor and control the project. 5. It uses management by exception to manage the project tolerances for each project objective o establish limits of delegated authority. 6. Focuses on the definition and delivery of products (in particular their scope and quality requirements). 7. Tailored to suit the projects environment, size, complexity, importance, credibility and risk.
  11. 11. PRINCE2 Themes (7) Theme Answers 1. Business Case: Establish Mechanisms to judge whether the project is and remains desirable, viable and achievable as a means to support decision making in its continued investment. (Develop, Verify, Maintain and Confirm). Why 2. Organization: To define and establish the projects structure of accountability and responsibility. (the who). Who 3. Quality: To define and implement the means by which the project will create and verify products that are fit for purpose. What 4. Plans: To facilitate communication and control by defining the means of delivering the products (the where and how, by whom, and estimating the when and how much). How? How much? When? 5. Risk: To identify, assess and control uncertainty and, as a result, improve the ability of the project to succeed. It can be a Threat or Opportunity. What If? 6. Change: Identify, Assess and control any potential and approved changes to baselines. PRINCE2 provides a common approach to issue and change control. What is the impact? 7. Progress: To establish mechanisms to monitor and compare actual achievements against those planned, provide a forecast for the objectives of the project and its continued viability, and control any acceptable deviations. It is the measure of the achievement of the objectives of a plan. Where are we now? Where are we going? Should we carry on?
  12. 12. PRINCE2 Processes (7) 1. Starting up a Project 2. Directing a Project 3. Initiating a Project 4. Managing a Stage Boundary 5. Controlling a Stage 6. Managing Product Delivery 7. Closing a Project
  13. 13. PRINCE2 Management Stages (4) and Technical (Subsequent Delivery) Stages (X) • Management Stage: This is the section of a project that the Project Manager is managing on behalf of the Project Board at any one time, at the end of which the project Board will wish to review progress to date, the state of the project plan, the business case and risks, and the next stage Plan in order to decide whether to continue with the project. • Pre-Project (1): Project Mandate is a key part of this stage. It also helps to decide on whether the project is viable. • Initiation Stage (2): The period from where the Project Board authorizes initiation to when they authorize the project (or decide not to go ahead with the project. • Subsequent Delivery Stages (Technical Stages) – (X): A method of grouping work together by the set of techniques used. Or the products created. This results in stages covering elements such as design, build and implementation. Such stages are technical stages and are a separate concept from management stages. • Final Delivery Stage/Closing Stage – (3): this involves decommissioning the project. The project board needs to be satisfied that the recipients of the projects products and are in a position to own and use them on an ongoing basis and project documentation needs to be tidied up. Others include closure activities and benefits review. • Post Project Stage (4): Benefits Confirmation. • 4 Management Stages and X number of Technical Stages.
  14. 14. PRINCE Levels of Management (4) 1. Corporate/Programme Management: While not part of the project management team, this higher management level is an important influence as it sets the business and strategic context for projects. 2. Direction (Project Board): This is the most senior level within the project management team. The Project Board represents 3 key interests (executive, users and suppliers). 3. Management (Project Manager): The Project Manager acts as the single focus for the day-to-day management of the project. The Project Manager has authority to run the project within constraints approved by the Project Board. 4. Delivery (Team Manager): The Team Manager’s prime responsibility is to supervise the creation of the products allocated to the team by the Project Manager.
  15. 15. PRINCE2 Project Team Structure Corporate or Programme Management Project Board Team Manager Team Members Project Manager Executive Project Support Business, User and Supplier Project Assurance Senior Supplier Senior User Change Authority
  16. 16. PRINCE2 Project Management Roles (8) 1. Corporate or Programme Management 2. Executive 3. Senior User 4. Senior Supplier 5. Project Manager 6. Team Manager 7. Project Assurance 8. Project Support
  17. 17. PRINCE2 Activities (40) under 7 Processes. Starting Up a Project (6) Directing a Project (5) Initiating a Project (8) Managing a Stage Boundary (5) Controlling a Stage (8) Managing Product Delivery (3) Closing a Project (5) 1. Appoint the Executive and the Project Manager 1. Authorize initiation 1. Prepare Risk Management Strategy 1. Plan the next Stage.` 1. Authorize a Work Package 1. Accept a Work Package. 1. Prepare planned closure. 2. Capture Previous Lessons 2. Authorize the project 2. Configuration Management Strategy 2. Update the Project Plan 2. Review Work Package Status 2. Execute a Work Package. 2. Prepare premature closure. 3. Design and Appoint the Project Management Team 3. Authorize a Stage or Exception Plan 3. Quality Management Strategy 3. Update the Business Case. 3. Receive Completed Work Package 3. Deliver a Work Package. 3. Hand over products. 4. Prepare the outline Business Case 4. Give ad hoc direction 4. Communication Management Strategy 4. Report Stage End 4. Review the Stage Status 4. Evaluate the project. 5. Select the Project approach and assemble the Project Brief 5. Authorize project closure. 5. Set up Project controls 5. Produce an Exception Plan. 5. Report Highlights 5. Recommend project closure. 6. Plan the initiation Stage 6. Create the Project Plan 6. Capture and Examine Issues and Risks 7. Refine Business Case 7. Escalate Issues and Risks 8. Assemble the Project Initiation 8. Take Corrective Action.
  18. 18. PRINCE2 Management Products (26) = 26 PRINCE2 Templates Baseline (12) Records (6) Reports (8) 1. Business Review Plan 13. Configuration Items Records 19. Checkpoint 2. Business Case 14. Daily Log 20. End Project 3. Communication Management Strategy 15. Issue Register 21. End Stage 4. Configuration Management Strategy 16. Lessons Log 22. Exception 5. Plan (Project, Stage and Team) 17. Quality Register 23. Highlight 6. Product Description 18. Risk Register 24. Issue 7. Project Brief 25. Lessons 8. Project Initiation Document (PID) 26. Product Status Account 9. Project Product Description 10. Quality Management Strategy 11. Risk Management Strategy 12. Work Package
  19. 19. Click to edit Master title style PRINCE2 Project Interests (3) The Project Business SupplierUser • Business: Business view of point of meeting a business need and justifying investment in the project. • User: the requirements of those that will use the project’s outputs. They specify the desired outputs and ensure the project delivers them. • Supplier: These are the people who provide the necessary skills and produce the project product. These Interests and the core of it (Project) all make up the 4 assurance roles.
  20. 20. Business Case Theme: Investment Appraisal Techniques (7) Technique Description Through-life Costs Analysing the total costs of implementation and any incremental operations and maintenance costs. Net Benefits Analysing the total value of the benefits less the cost of implementation and ongoing operation calculated over a defined period. Return on Investment (ROI) Profits or savings resulting investments (this is the same as net benefits if the benefits were only financial). Payback Period Calculating the period of time required for the ROI to “repay” the sum of the original investment. Discounted Cash Flow A means of expressing future benefits based on the current value of money. Net Present Value The total value of discounted future cash inflows less the initial investment. Sensitivity Analysis Business Cases are based on uncertain forecast. In order to identify how robust the Business Case is, it is useful to understand the relationship between input and output factors.
  21. 21. Plans Theme: Estimating Techniques (8) Techniques Description Top-down Estimating Once a good overall estimate has been arrived at for the plan (by whatever means), it can be subdivided through the levels of the product breakdown structure. Bottom-up Estimating Each individual piece of work is estimated on its own merit. These are then summed together to find the estimated efforts for the various summary level activities and overall plan. Top-down and bottom- up approach An overall estimates is calculated for the plan. Individual estimates are then calculated or drawn from previous plans, to represent the relative weighs of the tasks. Comparative Estimating Much data exist about the effort required and the duration of particular items of work. Parametric Estimating Basing estimates on measure/empirical data where possible (for example, estimating models exist that predict materials, efforts and specification for buildings in the construction industry). Single-point Estimating The use of sample data to calculate a single value which is to serve as “best guess” for the duration of an activity. Three-point Estimating Ask appropriately skilled resource (s) for their best-case, most likely and worst-case estimates. Delphi Technique This relies on obtaining group input for ideas and problem solving without requiring face to face participation.
  22. 22. Risk Theme: Techniques Risk Identification Techniques Risk Estimation Techniques Risk Evaluation Techniques 1. Review Lessons 1. Probability Trees 1. Risk Models 2. Risk Checklists 2. Expected Value 3. Risk Prompt Lists 3. Pareto Analysis 2. Expected Monetary Value 4. Brainstorming 4. Probability Impact Grid 5. Risk Breakdown Structure Risk Cause An Objective Risk Event May result in Which may affect
  23. 23. Progress Theme: PRINCE2 Tolerances (6) Tolerance Area Description 1. Time +/- Amounts of time on target completion dates. 2. Cost +/- Amounts of Planned Budget 3. Scope +/- Permitted variation of a scope of project solution (e.g. MOSCOW prioritization of requirements). 4. Risk Limited on the aggregated value of threats (e.g. expected monetary value to remain less that 10% of the plan’s budget and limit on any individual threat (e.g. any threat to operational service). 5. Quality Defining quality targets in terms of ranges e.g. product that weighs 300g +/- 10g. 6. Benefits Defining target benefits in terms of ranges e.g. achieve minimum cost savings of 5% per branch, with an average of 7% across all branches.
  24. 24. Business Case Theme • Output: any of the projects specialist products(tangible or intangible) • Outcome: the result of the change derived from using the project’s outputs • Benefit: measurable improvement resulting from an outcome that is perceived as an advantage by one or more stakeholders. 4 Steps for Developing a Business in PRINCE2 1. Develop means getting the right information upon which decisions can be made. 2. Verify means assessing whether the project is (still) worthwhile. 3. Maintain means to update the business case with actual costs, benefits and current forecast for cost and benefit. 4. Confirm means assessing whether the intended benefits have been (or will be) realized. Confirming benefits will take place mostly post project. Output, Outcome and Benefit.
  25. 25. Organization Theme – Stakeholder Management • Identifying Stakeholders (Who?) • Creating and analyzing Stakeholder Profiles (What?) • Defining the Stakeholder Engagement Strategy (How?) • Planning the engagements (When?) • Engagement Stakeholders (Do?) • Measuring Effectiveness (Results?) Types of Stakeholders 1. Support or Oppose the Project. 2. Gain or lose as a result of project delivery. 3. See the project as a threat or enhancement to their solution. 4. Become active supporters or blockers of the project and its progress. Stakeholder Categories 1. Locus of Pain 2. Locus of Interest 3. Locus of Power 4. Locus of Influence
  26. 26. Risk Theme – Threat and Opportunity Responses and the Risk Management Procedure. Threat Responses Opportunity Responses 1. Avoid 1. Exploit 2. Reduce (probability and /or impact) 2. Enhance 3. Fallback (reduces impact only) 4. Transfer (reduces impact only, and often only the financial impact) 5. Share 3. Share 6. Accept 4. Reject The Risk Management Procedure 1. Identify 1. Context 2. Risk 2. Assess 1. Estimate 2. Evaluate 3. Plan 4. Implement 5. Communicate
  27. 27. Change Theme: 5 Step Procedure for Managing Issues and Changes 5 Step Procedure Explanation 1. Capture Identify and register the issue. 2. Examine Undertake impact assessments. 3. Propose Evaluate options to address the issue. 4. Decide Ensure the right level of management approves the option. 5. Implement Incorporate the option into the appropriate level of plan.
  28. 28. Quality Theme – Quality Audit Trail From Customer Project Response Quality components Quality Review Team Roles Quality Planning Customers Quality Expectation 1. Chair Acceptance Criteria 2. Presenter Project Product Description Quality Management Strategy 3. Reviewer PRINCE2 product- based planning technique. Product Description Quality criteria and tolerances 4. Administrator Quality methods Quality responsibilities Quality Register Quality Control. PRINCE2 quality review technique. Product Quality and approval records Acceptance records
  29. 29. Plans Theme – 5 Types of Plans, PRINCE2 Approach to Plans and Product Based Planning Technique 5 Types of Plans PRINCE2 Approach to Plans Product-based planning technique (4 Steps). 1. Corporate of Programme Plan 1. Design the plan. This is a perquisite. 1. Write the Project Product Description 2. Project Plan 2. Define and analyze the products. You have to analyze the risks for steps 2 to step 5. Steps 2 to step 6 have to be repeated for Project and stage plans. They are optional for Team Plans. 2. Create the product breakdown structure 3. Stage Plans 3. Identify activities and dependencies. 3. Write the Product Descriptions 4. Team Plans 4. Prepare estimates. 4. Create the product flow diagram. 5. Exception (when necessary) 5. Prepare the schedule. 6. Document the Plan
  30. 30. Product Based Planning, 3 Types of Issues and other Key words in PRINCE2 PRINCE2 Key Words Exception Concession Product Programme Project Mandate Risk actionee Risk appetite Reviewer Release RFC Risk owner Risk profile Risk register Risk response schedule Specialist product Tolerance Checkpoint Highlight Work Package • Product Based Planning: A technique leading to a comprehensive plan based on the creation and delivery of required outputs. The technique considers prerequisite products, quality requirements and the dependencies between products. 3 Types of Issues Request for Change Off – Specification. Problem/Concern.
  31. 31. Project Environment (2) – Embedding and Tailoring Embedding Tailor Done by the organization to adopt PRINCE2. Done by the Project Management Team to adapt the method to the context of a specific project. Focus on: • Process responsibilities • Scaling rules/guidance (e.g. scorecard) • Standards (templates and definitions) • Training and development • Integration with business processes • Tools • Process assurance Focus on: • Adapting the themes (through the strategies and controls) • Incorporating specific terms/language • Revising the Product Descriptions for the management products • Revising the role descriptions for the PRINCE2 project roles • Adjusting the processes to match the above. Done by the organization to adopt PRINCE2. Done by the Project Management Team to adapt the method to the context of a specific project.
  32. 32. PRINCE2 Agile = PRINCE2 + Scrum 1. Definition of Scrum 2. Scrum Theory 3. The Scrum Team (Product Owner + Development Team + Scrum Master) 4. Scrum Events (Sprint + Sprint Planning + Daily Scrum + Sprint Review + Sprint Retrospective) 5. Scrum Artifacts (Product Backlog + Sprint Backlog + Increment) 6. Artifacts Transparency (Definition of “Done”). Scrum Guide – Ken Schwaber + Jeff Sutherland
  33. 33. Purpose of the Scrum Guide • Scrum is a framework for developing and sustaining complex products. This Guide contains the definition of Scrum. • This definition consists of Scrum’s roles, events, artifacts, and the rules that bind them together. • Ken Schwaber and Jeff Sutherland developed Scrum; the Scrum Guide is written and provided by them. Together, they stand behind the Scrum Guide. Definition of Scrum • Scrum (n): A framework within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value.
  34. 34. • Scrum is a process framework that has been used to manage complex product development since the early 1990s. • Scrum is not a process or a technique for building products; rather, it is a framework within which you can employ various processes and techniques. • Scrum makes clear the relative efficacy of your product management and development practices so that you can improve. • The Scrum framework consists of Scrum Teams and their associated roles, events, artifacts, and rules. Each component within the framework serves a specific purpose and is essential to Scrum’s success and usage. • The rules of Scrum bind together the events, roles, and artifacts, governing the relationships and interaction between them. The rules of Scrum are described throughout the body of this document.
  35. 35. • Scrum Theory Scrum is founded on empirical process control theory, or empiricism. • Empiricism asserts that knowledge comes from experience and making decisions based on what is known. • Scrum employs an iterative, incremental approach to optimize predictability and control risk. • Definition of “Done” When a Product Backlog item or an Increment is described as “Done”, everyone must understand what “Done” means. • Although this varies significantly per Scrum Team, members must have a shared understanding of what it means for work to be complete, to ensure transparency. • This is the definition of “Done” for the Scrum Team and is used to assess when work is complete on the product Increment. • End Note: Scrum is free and offered in this Guide. Scrum’s roles, artifacts, events, and rules are immutable and although implementing only parts of Scrum is possible, the result is not Scrum. Scrum exists only in its entirety and functions well as a container for other techniques, methodologies, and practices.
  36. 36. COMPARISONS ISO 21500 and PMI PMBoK
  37. 37. Project Definition 21500 Definition Section 3.2 • Unique set of processes consisting of coordinated and controlled activities with start and finish dates undertaken to achieve an objective. PMBoK Definition • A project a temporary endeavor undertaken to create a unique product, service or result. • The temporary nature of projects indicates that a project has a definite beginning and end.
  38. 38. Project Management Process Groups ISO 21500 PM BoK Guide Initiating Initiating Planning Planning Implementing Executing Controlling Monitoring and Controlling Closing Closing
  39. 39. ISO 21500 Subjects and PMBoK Knowledge Areas ISO 21500 PMI PMBoK PRINCE2 Themes Integration Integration Plans Theme Stakeholder Stakeholder Organization Theme Scope Scope Plans Theme Resource ** Human Resources Organization Theme Cost Cost Business Case Time Time Plans Theme Risk Risk Risk Theme Quality Quality Quality Theme Communication Communication Progress Theme Procurement Procurement Plan and Change Theme
  40. 40. Integration
  41. 41. Stakeholders
  42. 42. Scope
  43. 43. Resource
  44. 44. Time ISO 21500 PMBok Guide 6.1 Plan Schedule Management Moved to Scope Subject 6.2 Definite Activities 4.3.21 Sequence Activities 6.3 Sequence Activities Moved to Resource Subject 6.4 Estimate Activity Resources 4.3.22 Estimate Activity Durations 6.5 Estimate Activity Duration 4.3.23 Develop Schedule 6.6 Develop Schedule 4.3.24 Control Schedule 6.7 Control Schedule
  45. 45. Cost ISO 21500 PMBok Guide 7.1 Plan Cost Management 4.3.25 Estimate Costs 7.2 Estimate Costs 4.3.26 Develop Budget 7.3 Determine Budget 4.3 27 Control Costs 7.4 Control Costs
  46. 46. Risk ISO 21500 PMBoK Guide 11.1 Plan Risk Management 4.3.28 Identify Risks 11.2 Identify Risks 4.3.29 Assess Risks 11.3 Perform Qualitative Risk Analysis 11.4 Perform Quantitative Risk Analysis 4.3.30 Treat Risks 11.5 Plan Risk Responses 4.3.31 Control Risks 11.6 Monitor and Control Risks
  47. 47. Quality ISO 21500 PMBoK Guide 4.3.32 Plan Quality 8.1 Plan Quality Management 4.3 33 Perform Quality Assurance 8.2 Perform Quality Assurance 4.3.34 Perform Quality Control 8.3 Quality Control
  48. 48. Procurement ISO 21500 PMBoK Guide 4.3.35 Plan Procurement 12.1 Plan Procurement Management 4.3.36 Select Suppliers 12.2 Conduct Procurements 4.3.37 Administer Contracts 12.3 Control Procurements 12.4 Close Procurements
  49. 49. Communication ISO 21500 PMBoK Guide 4.3.38 Plan Communications 10.1 Plan Communication Management 4.3.39 Distribute Information 10.2 Management Communications 4.3. 40 Manage Communication 10.3 Control Communications
  50. 50. Conclusion • We have explored PRINCE2, ISO 21500 and PMBoK. • It reality it does not matter what methodology is being used to manage and deliver a Project, the most important thing is to be able to deliver a project: – 1. To Objective – 2. To Time – 3. To Quality – 4. To Scope – 5. To Budget/Cost – 6. To surpass stakeholders expectation/satisfaction. – 7. To deliver measurable and sustainable business benefits,
  51. 51. Top 11 Qualities of a Project Manager 1. Excellent People Management Skills (Understanding Personality types and being able to adapt accordingly). 2. Great ability to understand Business Strategy and Objectives using tools like Balanced Scorecard, Blue Ocean Strategy, SWOT, PESTLE Analysis etc. 3. Excellent Communication Skills (Speaking, Writing and Presentation). 4. Excellent Negotiation Skills (To negotiate scope, change, time, resources and everything else on a project). 5. Excellent ability to use tools like Microsoft Office and a tool like Project Professional including developing and reworking templates.
  52. 52. Top 11 Qualities of a Project Manager Cont. 6. Excellent Business Analysis Skills (Requirements Management, Prototyping and Agile – SCRUM Skills). 7. Clear understanding of Organizational Change imperatives and Benefits Realization essentials. 8. Leadership and Team Management/Development Skills with excellent ability to coach and manage people. 9. A combination of System + Critical + Creative Thinking. 10.Domain Mastery/Expertise: IT, Construction, Procurement, Human Resources or Industry Expertise like Media, Financial Services etc. 11.Excellent understanding and ability to use a certain Project Management methodology like PRINCE2 and PMBoK.
  53. 53. Thank You and Questions orlando@trainingheights.net N.B: Some Content, Diagrams and Trademarks belong to Axelos PRINCE2, PMI and ISO Organization. Also references to the work of Stanislaw Gasik on ISO 21500 and PMBoK.

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